| |
Briefs |
28
|
New Food Shortages, Old Development Insights and the Need for Transaction Security |
Partnerships between the public and private sectors for a national common venture in transaction security are needed fast, otherwise today’s food shortage will be tomorrows crisis. AMSDP has shown a way forward but it is ending next year. There will be no bumper harvests in Tanzania unless a correctly constructed and resourced private public partnership is developed for transaction security in agricultural marketing.
|
| 27 |
B2B Collaboration for Sustaining Small Farmer Market Access |
All players in the market chain want secure transactions for their produce and their payments. The business to business model presented is a search for ‘win-win’ solutions between many inter-dependent small businesses. |
| 26 |
Milestones in the Emergence of a Market Access Company |
Public funds are more likely to be effective when a clear set of milestones for commercial services are followed. |
| 25 |
Market access services go commercial |
To ensure continued flow of benefits to farmers from better access to markets, local market access services need to be commercially operated. |
| 24 |
Learning agenda for technical support to MACs |
Small, isolated, rural Market Access Companies need support from many different service providers at the national level to establish and run profitable businesses. |
| 23 |
Learning agenda on operating Market Access Companies |
LLL groups will now be exploring how to set up Market Access Companies in around forty districts in Kenya, Uganda and Tanzania. The learning agenda includes how to: use Market Information Boards; broker deals and develop income streams. |
| 22 |
Online mentoring LLL style |
After face–to–face exchanges mentors keep the learning agenda moving by prompting for ideas and experiences, refocusing the discussions and debates. |
| 21 |
Operational Strategy for improving market links |
Over the next two years the local learners in Kenya, Uganda and Tanzania will test their operational strategy for improving small farmer links to markets. |
| 20 |
Progressive policies for sustainable market development |
Support for: bottom up farmer organisations; reliable connectivity; learning opportunities for marketing skills; commercial Rural Service Companies and National Company to support local market service companies. |
| 19 |
Lessons and challenges in rural knowledge management |
Rural knowledge management pays off, nearly two million dollars was the reported increase in turn over from seven districts in Tanzania in one season. |
| 18 |
Key factors for successful marketing |
Institutions to develop, behaviour changes to promote and development to support. |
| 17 |
How impact was achieved |
The roles of the district core groups and what they did. |
| 16 |
Impact on the ground from market access |
Increases in volume of crops marketed. |
| 15 |
Local expressions on impacts of learning |
Interviews with participants of the First Mile project on marketing changes |
| 14 |
Learning topics on improving marketing |
Learning challenges of farmer associations and service providers. |
| 13 |
Ideas on commercialization of services |
A new paradigm for sustaining agricultural services. |
| 12 |
Status and Achievements of LLL |
Who are the learners, what practices are they improving and what are the achievements so far? |
| 11 |
Longer term sustainability of LLL |
Recommitment to another year of learning through LLL. |
| 10 |
User Assessment of LLL |
Farmers assisted to improve their discussion of demand. |
| 9 |
Insights on Effective Use of Public Funds |
Learning not only builds capacity it also results in better ways of working in the field. |
| 8 |
Fostering Demand Driven Services |
Local practice in this programme is built on long years of experience of farmers and service providers in service delivery. |
| 7 |
Insights on employment and empowerment |
Evidence of empowerment is clear. |
| 6 |
Achievements of Users |
The assessment of experience with LLL. |
| 5 |
The learning topics |
12 learning topics were identified. |
| 4 |
Internet Communication Practice |
How communicating between local groups stimulates innovation. |
| 3 |
The local learners |
The history of the local groups. |
| 2 |
Organisation of learning |
How learners organised themselves first at the local level. |
| 1 |
|
The Linked Local Learning programme on Demand Driven Services is started. |